CHANGE MANAGEMENT – Changing Workplace Behaviors

Group Members:

SHAHBAZ CHAUDHRY
NAZISH SOHAIL
FAIZYAB SHAHID
SHELLVY CHIRAGH
HASEEB SHAH
AMBER JOEL GILL
HAMMAD LALI

Resource Person

MRS. TAHA AFZAL

HAJVERY UNIVERSITY LAHORE

 ACKNOWLEDGMENTS

My first and foremost humble and gratitude to “ALLAH” the

almighty for giving me the valor to remain dedicated to
make this audit report.

Apart from it I take the opportunity to acknowledge the real efforts

of:
First, we would like to thank MISS TAHA AFZAL, for her valuable
support and encouragement which she has offered.

Secondly to PRO PAKISTANI & SALMAN AHMED, Customer

Relations Officer, Telenor, Pakistan, who have provided us with
valuable information which helped us a lot in completion of this
report.

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 TABLE OF CONTENTS

15 Efficiency and innovation 16

16
Sr# Conclusion List 17
Page
1 Executive
17 Summary
References 4
21
2 Company Profile 5
3 Vision & Values 6
4 Mission Statement 7
5 Culture 7
6 Sources of Culture 8
7 Motivating drivers 9
8 Environmental Factors 10
9 Diversity 12
10 Organizational Structure 12
11 Building blocks of organizational structure 13
12 Integrating Mechanism 15

13 Standardization and Mutual adjustment 15

14 Conflict resolution 16

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 EXECUTIVE SUMMARY

Praise to be Allah Almighty, the one testing us all at all times and making
decisions about what we don’t know and can’t know.

Today it is impossible for a common man to run a business especially in this

period of competition. This situation demands energetic, duly qualified
experienced business administrators who could meet the challenges of this
age of modernization. HAJVERY UNIVERSITY produces management
specialists fully aware of the ins and outs of the business management, and
capable of meeting the challenges of modern business environment.

This report aims to analyze changing workplace behavior of a leading

telecom operator in Pakistan: Telenor. Among various parameters, the
personnel management and its characteristics will be discussed in
detail along with the culture of organization. Strategies resulting from
these variables will determine the effectiveness of the organization.

The information collected will be critically analyzed to describe the

strengths and weaknesses of the organization. Possible recommendations
will be suggested in the end to manage the challenges faced by the
different hierarchical levels at Telenor Pakistan.

We will like to add that the project will provide the readers and the listeners’
very high profile information about the marketing strategies as a whole and
also about the organization Procter and Gamble. In the end we hope that the
project will result very profitable both for the readers and Safeguard Soap.
Your feedback in the end either critical or substantial will be highly
appreciated.

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 COMPANY PROFILE

TELENOR PAKISTAN

Telenor Pakistan is 100% owned by Telenor ASA and adds on to its

operations in Asia together with Thailand, Malaysia and Bangladesh. The
headquarters are located in Islamabad. Telenor Pakistan launched its
operations in March 2005 as the single largest direct European
investment in Pakistan, setting precedence for further foreign
investments in the telecom sector. The company has covered several
milestones over the past twenty eight months and grown in a number of
directions, they have grown to become a leading telecom operator in the
country. In fiscal year 2006, they have achieved nearly 200% growth in
our subscriber base – the highest in the industry by a wide margin. They
are the fastest growing mobile network in the country, with coverage
reaching deep into many of the remotest areas of Pakistan. In the most
difficult terrain of the country, from the hilly northern areas to the
sprawling deserts in the south, at times we are the only operator
connecting the previously unconnected. They are keeping ahead by
investing heavily in infrastructure expansion.

With USD1 billion already invested, they have extended agreements

with there vendors for network expansion and services until 2009. The
agreements, with a potential to result in USD750 million worth of orders
from Telenor Pakistan, are some of the biggest of their kind in the
industry. They are spread across Pakistan, creating 2,500 direct and
25,000-plus indirect employment opportunities. They have a network of
23 company-owned sales and service centers, more than 200
franchisees and some 100,000 retail outlets. Telenor mobile phone users
is growing, from around 15 per cent in 2005 to close to 50 per cent in
2007, the number of Telenor subscribers is growing even faster. Telenor
Pakistan is now acquiring more than 20,000 new subscribers every day!
With coverage reaching deep into many of the remotest areas of

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Pakistan, Telenor Pakistan is, in some places, the only operator
connecting the previously unconnected.

Telenor- head office Islamabad

Telenor Pakistan CEO states:

“Telenor Pakistan is obviously different from the competition. Our

culture is different, our values are different and our focus on the
fundamentals of business is different. Telenor Pakistan is fully involved
with its key stakeholders and trusted as a friend of the community.”

Vision & Values

Our vision crystallizes our customer focus as the cornerstone of

everything we do. Our values describe what behaviors are necessary to
realize that vision. Our corporate responsibility mindset ensures that our
vision and values nurture social concern and help us create shared
value.

Vision
vision is simple: We're here to help
We exist to help our customers get the full benefit of communications
services in their daily lives.

The key to achieving this vision is a mindset where every one of us

works together: Making it easy to buy and use our services. Delivering

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on our promises. Being respectful of differences. Inspiring people to find
new ways.

We believe in four core values:

Make it Easy
We're practical. We don't complicate things. Everything we produce
should be easy to understand and use. Because we never forget we're
trying to make customers' lives easier.

Keep Promises
Everything we set out to do should work, or if it doesn't, we're here to
help. We're about delivery, not over promising, actions not words.

Be Inspiring
We are creative. We strive to bring energy to the things we do.
Everything we produce should look good, modern and fresh. We are
passionate about our business and customers.

Be Respectful
We acknowledge and respect local cultures. We do not impose one
formula worldwide. We want to be a part of local communities wherever
we operate. We believe loyalty has to be earned.

MISSION STATEMENT OF TELENOR

Telenor's primary goal is to create greater value for our shareholders,

customers, employees and partners, and for society in general. We
strive to be a driving force in creating, simplifying and introducing
communication and content solutions to the marketplace.

In order to achieve this goal, Telenor base its strategy on its customer
oriented vision, ''Here to Help'' as well as its core values, ''Make it easy,
Keep promises, Be inspiring' and Be respectful".

CULTURE AT TELENOR

The culture at Telenor is TOP DOWN, the top employees establishes the
tone for the organization. The top level employees take good care while
performing any task or action, because it will have to be followed by the
subordinates. Things are properly informed; there is no means for
getting misinformation.

The employees are provided with the recreational activities, by sending

to hilly areas to getting fresh and also perform certain work tasks which
are to be completed in normal routine. They get motivated and work

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well by having recreational activities. The employees are provided by
complete resources that if they move from one place, they move as an
office, they are provided with laptops as well.

SOURCES OF CULTURE AT TELENOR PAKISTAN

PEOPLE

Telenor Pakistan consists of energetic, youthful and dedicated employee

aged 27 to 28 on average. An appropriate match is required between
the culture and employees at recruitment and hiring. If People
Excellence (Human Resource Department) feels that a person will not be
unable to adjust into the organization’s environment, even if he/she is
performing functionally well, the person is rejected.

The dynamic group of people, sharing similar mindsets, love being with
each other and meet on other occasions if unable to meet during work-
hours. They even stay back late, employees can be seen roaming
around till 9 at night.

Primarily the culture comes from the top management. CEO of Telenor
Pakistan is humble and cooperative. The employees get the message
that if the top management is so accommodating then the employees
should behave similarly. What is important to the CEO becomes
important for employees to identify completely with the organization.
There are four foreigners in the top management but this does not
create communication barriers. They are extra humble to others while
individuals of a local origin are extra sensitive to them so no one feels
alienated. The values of humbleness and free interaction in putting forth
ideas lead to a harmonious culture and efficient communication. The
management is easily accessible to discuss various issues. It is difficult
to distinguish between them as the culture is so homogeneous that it
keeps every one at par with others (no formal protocol is given).

ORGANIZATIONAL ETHICS

While making any decision, Telenor Pakistan has been ethically

conscious.
Since Telenor (the parent company) has is origins in Norway, a society
with a soft-oriented and feminine culture, Telenor Pakistan
acknowledges its moral and ethical duty towards its stakeholders and
society. Telenor Pakistan will not resort to bribery or illegal offers to
accept any decision; values will not be compromised to get licensed. If
the organization believes it is not ethically right, it will never take that
decision.

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In most of advertisements they project themselves as the care taker of
the values of Pakistani people, so they claim to cherish the core cultural
norms and values of the Pakistani people. When the cartoon controversy
arose, Telenor condemned such actions mocking religious beliefs and
portrayed this on their building.

At Telenor, People Excellence reinforces the culture through the concept

of a ‘LEGEND’ for individuals who have performed outstandingly. These
become role models for other people and their examples are quoted on
various occasions (forum or ceremonies), so every employee is
internally motivated to work harder.

The new recruits are given orientation sessions where they are made to
familiarize with the values and norms of the organization and how they
can contribute to the organization even better. They are also provided
with a Joining Book that comprises of the code of conduct and complete
structure of policies and values.

MOTIVATING DRIVERS

EMPOWERMENT

For employees to act appropriately there is employee motivation which

is natural growth from and employee empowerment. The employees
hired at Telenor are empowered enough that they can make decisions of
the given projects or responsibility. If an employee is regularly able to
contribute thoughts, ideas and suggestions to problems at hand or
regular work activities, that is a feeling of accomplishment which goes a
long way. It makes an employee feel as though he or she is important
and hence their motivation is elevated.

Empowerment leads the employees to become responsible for their

actions because when they are delegated with the empowerment, they
are accountable for their dealings. If the decision taken is correct, then
no higher level employee can influence the decision taken. So
employees work with devotion because they are satisfied.

COMPENSATION

Telenor Pakistan offers employees with good salary and incentives

packages in returns of the performance the employees are providing.
The employees are awarded with high quality income in relation with the
high quality performance. The compensation and the benefits are the
motivating tools for some of the employees at Telenor that enhance the
efficiency and working ability of the employees.

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 ENVIRONMENTAL FACTOR- PHYSICAL SETUP

The environment is extremely robust and has a pattern to it. It truly

strengthens the working charisma of people at Telenor. I was really
delighted to see the young work force that Telenor has hired, developed
and put a lot of faith in.

There are so many things to share, let me highlight few of them for you:
• The first thing that you notice upon setting foot on any floor of the
building is the open seating culture, meaning that no offices, cubicles or
cabins. The seats are not fixed! You can actually be sitting on first floor
one day and the top floor on the next, without having the slightest of
difficulties.
• As long as your laptop is connected, you are in office. Nonetheless, it is
considered good to work while sitting with your team, to eliminate
communication delays and allow ready access. The company facilitates
its employees with a wireless network that also works in the building’s
surroundings – I won’t be surprised to see a Telenor employee sitting on
a bench outside of the building to work.
• You will find plenty of meeting/conference rooms on every floor – When
asked; a gentleman on the floor told me that anyone can book any
conference/board room through a shared calendar, given that it is not
occupied.
• The board rooms are nicely equipped with latest tech gadgets,
including audio and video teleconferencing solutions and a self service
tea/coffee-station.
• Each floor has a shared printer room. One only needs to give a print
command on their laptops and then walk over to the printer room to
collect their printouts (that applies for the CEO too). Print outs/Paper is
only allowed in extremely unavoidable situations. Employees are
encouraged to print on both sides of the sheet, to avoid wastage.
• There are no office/tea boys to serve you on your seats. Employees are
encouraged to fetch their own tea/coffee or water. By the way, these
kitchens are available at every floor too. Even the CEO makes his own
coffee!
• Everyone seemed friendly, cheerful, bright and most importantly
focused on work. The general atmosphere was one of corporation, with
people helping each other out, creating an air of exuberance that could
actually be felt.
• The Casual dress code of Telenor appealed to me the most, as I
personally believe one can perform better in casuals rather than the stiff
suit and tie. I could see people with jeans and t-shirts, even managers
and directors!

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 • They have this bright café that has tasty food to offer, along with fresh
juices, a salad bar and a dessert station. This is self-service too.
• Gym facilities are available for both males and females (separate
timings) throughout Telenor Pakistan offices. A recreation room is also
available in buildings, I was told.
• A mosque is also available as a separate facility for both men and
women.

EMPLOYEE MOTIVATION

Underperforming managers are encouraged through coaching and

counseling by their respective directors or the director of People
Excellence. The turnover is not high as compared to that of the industry.
There is no defined employee exchange program. Employees performing
exceptionally well are taken up to work in the Telenor Group.

Relocations are common in the organization: employees are transferred

from People Excellence to Finance or from Procurement to Customer
Relations. Investment per employee is placed at the higher end of the
industry.

Motivation by Money:
Telenor Pakistan believes that money is one of the most important factor
in
motivating there employees. They have a proper system to motivate
there
staff by money.

Categories:

• They have made 3 categories.

• Category A , Category B and Category C
• The employ falling the category A will be given a bonus of 5000
plus his or her salary
• The employ falling in the category B will be a bonus of 3000 plus
his or her salary.
• And In the category C 2000 plus salary.
• The method of selecting an employ that is which category he falls
is set by Telenor management.
• And for this purpose they have full time working monitoring teams.

Motivation Other than Money:

• Arrangement of Motivational Seminars.
• Appreciation for good Work
• Arrangement of Continuous Recreational Activities.
• Annual Bonus

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• Medical Allowance
• Overtime Bonus
• Proper Vacations
• Sick Days Leave etc.

DIVERSITY

Telenor Pakistan is keen to promote diversity and has achieved good

results in this area. Telenor has developed requirements for diversity in
both recruitment and our management development programs. There is
an appropriate blend of less seasoned and experienced employees. No
quota has been assigned; the best-fit candidate (according to the job
requirements) is employed. At the office level or call centers, even fresh
graduates are apt but the director level requires a masters degree and
preferably some work experience.

Telenor Pakistan has a large proportion of females who are recruited for
internal leadership development programs and executive positions on
the basis of past performance. The organization is working on Day Care
Centers to help female employees manage their responsibilities after
settling down. Relocation issues are dealt cooperatively when female
individuals move out of the city after marriage and wish to continue
working. They are relocated and facilitated in the new city.

ORGANIZATIONAL STRUCTURE

The organic structure of Telenor Pakistan promotes cultural values that

result in integration and coordination.

TYPE OF STRUCTURE: VERTICAL DIFFERENTIATION

HIERARCHICAL LEVELS

There are seven hierarchical levels as the size of the organization

approaches 2500 to 3000 employees. Roles and responsibilities are
clearly defined at the time of joining the organization; employees are
selected against defined criteria. Roles can be added later but
employees have a fair idea about their job responsibilities from the
beginning.

Seven layers do not create communication or motivation problems due

to the open culture. There are no instances of de-motivation though in
certain areas like Customer Relationship Department or Customer
Service Centre different customer queries and complaints can raise

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frustration levels. Managers in these departments intervene to solve
problems.

Whenever an employee has a new idea, he/she is encouraged to

approach the management and share it with them. Idea drop boxes are
also placed at various locations where employees leave their
suggestions. The Communications Department works out if the ideas
can be implemented and then discusses them with the employees.
There is also a formal platform at the group level known as SEED where
innovation is encouraged and new ideas about revenue concepts and
cost efficiency can be discussed.

Employees are welcome to participate and submit their ideas. If the

ideas handed in are feasible then they are implemented in the
organization (at country level or global level, depending on the nature of
the proposal). Employees are then rewarded financially for their helpful
contributions.

SIX BUILDING BLOCKS OF ORGANIZATIONAL

STRUCTURE:

Work Specialization:

As Telenor is a big organization so it has several departments. Some of

them require people with specialized skills some not. Like the
information technology dept require specialized person but the customer
relation department doesn’t necessary require a specialized person. So
to conclude Telenor Pakistan is based upon both specialist people and
multi skill people. It varies department to department.

1. Both specialist and multi skill people required at Telenor

Pakistan.
2. But it’s important to note that if a specialist person have some
extra skill he will preferable given job at Telenor Pakistan.

Departmentalization:

Telenor Pakistan has several departments in its organization. Each

department has its own importance. Just as a matter of example few of
the names of the departments at telenor are as follows.

1. Human Resource Department

2. Customer Relation Department
3. Marketing Department
4. Finance Department

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 5. Information Technology Department etc.

Chain of command:

By chain of command we mean a continuous line of authority extending

from top to Bottom. Or in more simple words we can say that rights to
give order to the subordinates.

1. Telenor Pakistan has clear chain of command.

2. Clear chain of command helps a lot in getting good results for
Telenor.

Span of control:

The number of employees a manger can efficiently and effectively

manager. There are two types of span of control

1. Narrow Span of control

2. Wide Span Control

• Again the span of control like the other things varies department to
department.
• It is also worthwhile to note that the lower departments in Telenor have
the wider the span of control is and as it goes up to the higher
management is starts getting shorter.
• For example the human resource department and finance department
have narrow span of control
• But the marketing and customer relation department have a wide span
of control.

Centralization or Decentralization:

• There centralization at Telenor Pakistan what so ever.

• We can say that decentralization exists there (to some extent) as the
subordinates are encouraged to take part in the decision making.
• Telenor Pakistan is a team organization and there is not one man show
what so ever.

Formalization:

• There is no formalization at Telenor Pakistan.

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• High level managers and lower administration work together as a team
at Telenor Pakistan.
• Sometime high level managers start his work on his laptop just sitting on
a casual chair.

Free Flow of information:

• Until or unless it is not private information Telenor Pakistan has a very

liberated and free flow of information.

INTEGRATING MECHANISMS

Cross-functional teams are a major integrating mechanism. Further

there are temporary project teams. No ad-hoc committees have been
formed to date.
Team-building is enhanced by Away Days when members of different
divisions and departments take some days away from work to meet
other geographically spread employees of Telenor. Sometimes the whole
department goes away from work for 2-3 days to have fun. Employees
get to know those with whom they have communicated before but not
met in person. Formal team evaluation does not exist. Employees on
teams, for instance finance teams, are rewarded individually.

STANDARDIZATION AND MUTUAL ADJUSTMENT

At Telenor Pakistan, the level of standardization and mutual adjustment

varies across functions. Generally strict obedience to rules is not
required as long as results are not affected. As long as individual
responsibilities and deadlines are met, there are flexible hours of work.
Work is important instead of the number of hours worked. Employees
can select their work timings which can even be from afternoon to
evening. Instead of being bound by office hours, a sense of responsibility
is inculcated in them to achieve self assigned goals. This brings a sense
of comfort in working in such organizational structure.

Rules and procedures are present to control the behavior of employees

and to facilitate smooth working of the organization. A level of
standardization is required to be maintained in certain vital functions
such as Budget Control. SOPs are documented in the case of the
financial control or HR related policies.

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Genuine requests from external customers are taken into account by the
CRO (Customer Relationship Officer) at Service Centers. The CRO does
all he/she can or is possible within authority to process the request or
complaint. If the customer’s request is beyond the authority of the CRO,
then managers are there to aid the customer or provide some sort of no
monetary compensation to appease him.

CONFLICT RESOLUTION

When different departments work together in an organization, their

interests may differ due to functional and structural differences. Due to
these variations, conflicts among departments are inevitable. The issues
are not taken to the top management and there is no coordination post
in the organization which can facilitate the departments to increase
coordination with each other. Whenever a conflict arises among
functions, the heads or managers from those functions sit together and
discuss the source of conflict. They try to resolve all their differences
amicably. There are always conflicts between the technical and
commercial divisions which they mostly solve between themselves. If,
however, a major issue arises which they are unable to resolve
themselves then it is taken to a level higher. The management then
discusses the reason for the conflict, addresses the concerns of both the
parties and then arrives at a conclusion which is in the interest of all
departments.

PROMOTING EFFICIENCY AND INNOVATION

Innovation and novelty, mainly in the areas of business processes,

customer satisfaction and goal setting, is highly encouraged at Telenor.
Employees are also motivated to come up with innovative ideas and to
convey them to the upper management. If the ideas are feasible enough
to be implemented then they are applied to respective areas and the
employees are duly rewarded for their contributions. For example the
sales personnel have a greater interaction with customers and
knowledge of their needs. They can convey this information to the
management who can use it to design better consumer packages.

Efficiency is achieved through maximum utilization of resources and

also through adherence to goals set by the top management. Telenor
introduced the Six Sigma program for the improvement of its business
operations in the very first year of its operations in Pakistan. This has
helped the organization in maintaining its quality standards and also in
the up gradation of its business processes.

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CONCLUSION

From our findings we found very interesting facts about Telenor Pakistan
which serve as a competitive advantage for the company and many of
them among them serve as a basis of its success in Pakistan.
Telenor Pakistan is a young and progressive organization which has a
multitude of strengths in its existing organizational design. There are
still a few weaknesses which can affect the organization in the long-run.

Beginning with the strengths, there are no communication barriers.

There are seven layers in the organization so one would believe that
there would be a lot of communication barriers between the employees
and their superiors but that is not the case. The policies adopted ensure
that there are no communication barriers present. They include an open
door policy and open work environment where the managers sit with
their sub-ordinates and do not have separate offices. Also employees of
the same level have no cubicles so it helps in enhancing the
communication amongst them.

Employees are encouraged to take initiatives and come up with new

ideas: empowerment exists. Also these ideas can easily be
communicated to their superiors. Employees are free to express
themselves. The span of control also suggests that not all powers rest
with any particular individual. In projects people are encouraged to
come up with the best possible solutions and the manager just oversees
the performance of employees. The SOPs and guidelines have to be
followed in order to ensure smooth functioning of all departments

Strong integration with in the organization has been a key success

factor.
All conflicts are managed by the concerning departments and if not they
are taken one level above but there have been no such cases which
have been reported to the CEO. The managers of the concerned
departments sit and come up with a solution which is acceptable to both
the departments. Social gatherings also help in enhancing the
integrating capabilities of the organization.

Employees are evaluated on the basis of individual evaluation. Even

when they are working in a group this ensures that there are no free
riders. Underperforming employees are provided with counseling
sessions or shifted to another position where they can perform in a more
effective manner. All employees are assigned specific roles and
responsibilities for which they are held accountable. There are no
specific work hours but employees are supposed to meet the specific
deadline. This also increases the motivation level of the employees as

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 they are not bound yet increases their level of productivity as they are
motivated. This results in effective evaluation.

Similarly there is an effective hiring process. Only those people are

hired which the HR department would believe can easily blend into the
culture of the organization. This ensures harmony within the whole
culture effectively manages diversity.

All the point discussed above lead to a flexible culture which is most
suitable for the employees on the other hand ensuring all the targets is
met. Employees are not bound to follow a dress code unless they are to
attend a formal meeting. This culture has been set by the CEO himself
and the new employees coming into the organization have no difficulties
in adjusting into it.

However, Telenor Pakistan is faced with a few challenges. At this point of

time there is no employee exchange program which creates a barrier
in exchanging skills and expertise with the parent company. Only the
top level management comprises of foreigners and there are only few
cases where the managers from Pakistan have been taken abroad.

This can act as a double edged weapon as young employees are easy
to mould and are highly motivated on the other hand they might lack
skills and expertise which are required to perform the task. In order to
train them for performing their tasks efficiently, extra resources have to
be spent.

Moreover, the CEO being a foreigner would have difficulties in

understanding the psychology of domestic employees. Also his ability to
comprehend the overall situation of the domestic market would not be
as strong compared to his competitors. Coming at par with competitors
would require utilization of extra resources.

Dealing with challenges requires a coordinated effort so that the

company is able to sustain itself in the ever-changing competitive
environment and continues to provide superior value to the customers.
The group recommends the following:

• There should be an effective employee exchange program even at the

level of middle management so the organization can share the level of
skill and expertise at all levels with the parent company

• Introduction of employees stock options would further enhance the

motivation level because then the employees too would have a stake in
the organization.

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• In their workforce there should be a quota for the disabled people. This
is currently being practiced in the parent company. This would enhance
the image of the organization being socially responsible

Pictorial Review: (Headquarter Islamabad)

Head office Islamabad work benches- open culture

Conference Room Kitchen

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Common Room Reception

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